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Leading Change

If there’s one thing the 2020s has taught us, it’s that the volume and pace of change will continue to increase. From big-picture geo-political shocks through to technological disruption, organisations are being forced to adapt in many ways at once. Legal departments and their leaders are not immune from these challenges, and building a resilient and adaptive legal function can support an organisation’s competitive advantage and enhance its agility.

This year’s first in-house senior counsel event, in partnership with Flex Legal and Radius Law, focused on the subject of change, from the causes of resistance through to evidence-based models that help to understand the process of change at a deep level. Mark Smith, Director of Strategic Markets at UUÂãÁÄÖ±²¥, offered practical tools and techniques to lead change in an interactive way, as well as the opportunity to share and hear best practice from peers.

Change is moving faster than ever

A significant 81% of attendees reported experiencing a marked increase in the rate of change over the past five years. Mark referenced Accenture’s , which highlighted a 183% increase in transformation initiatives since 2019. He emphasised that legal leaders must anticipate and proactively manage this shift rather than merely responding to external pressures. The session encouraged participants to reflect on their own experiences with change, moving from external environmental shifts to organisational and individual behavioural change.

Rethinking traditional change models

While well-established frameworks such as Kotter’s remain relevant, they are often inadequate for today’s fast-moving legal environment. These models were designed for large-scale, multi-year transformations, whereas modern change efforts require agility and a more iterative approach. Leaders must balance structural transformation with individual engagement to drive meaningful progress. Mark introduced Lewin’s Force Field Analysis as a practical tool to identify driving and restraining forces for change within organisations. This method enables leaders to prioritise key factors and develop strategies to amplify positive drivers while mitigating barriers.

The human factor in change

Change is not solely an operational challenge—it is a human one. Mark introduced Rock’s —Status, Certainty, Autonomy, Relatedness, and Fairness—to explain common psychological responses to change. He highlighted how social factors can trigger fear responses in the brain, impacting performance and decision-making. If employees perceive threats to their professional standing or experience high uncertainty, they are more likely to resist. Leaders who understand and mitigate these concerns will be better positioned to secure buy-in and foster a more adaptable workplace.

Behavioural change requires more than motivation

Sustained behavioural change requires more than motivation. Mark presented the Rock’s MAPS framework—Motivation, Ability, Psychological Capital, and Supporting Environment—as a comprehensive approach to driving successful change initiatives. He underscored that training alone is insufficient; individuals require self-belief, opportunities for practice, and an environment that fosters and reinforces new behaviours. The discussion also touched on how autonomy, mastery, and purpose can shape intrinsic motivation, while external support structures must be carefully managed to encourage engagement.

Legal leadership in a complex world

Legal leaders operate in increasingly complex ecosystems, where competing priorities and regulatory shifts must be carefully managed. Mark recommended Force Field Analysis as a practical tool to identify both drivers and barriers to change. This structured approach allows leaders to anticipate resistance and implement strategies that align with broader organisational objectives. Participants engaged in interactive discussions, sharing their own experiences with change, including the role of new technology, financial constraints, and regulatory developments in shaping legal operations.

As the legal industry continues to evolve, effective change leadership will be a critical differentiator. Whether adapting to advancements in legal technology, responding to geopolitical developments, or managing internal transformation, the ability to navigate uncertainty will be essential. As Mark concluded, legal leaders who anticipate and shape change will be the ones who drive long-term success.

What’s coming up next?

The next in-house senior counsel event is scheduled for 26th February 2025. Further details and registration information are available below.

State of the Nation

Date: Wednesday 26th February 2025

Time: 10:00 – 11:00 GMT

Register Now

More resources

For further information, see:

• °ä³ó±ð³¦°ì±ô¾±²õ³Ù— Managing change—checklist
• Practice Notes— Tips for managing change and Improving efficiency simplified
• ±Ê°ù±ð³¦±ð»å±ð²Ô³Ù²õ—²Ñ²¹°ì¾±²Ô²µ&²Ô²ú²õ±è;³¦³ó²¹²Ô²µ±ð²õ&²Ô²ú²õ±è;´Ú¾±°ù³¾-·É¾±»å±ð—b±ô²¹²Ô°ì and Making changes firm-wide (worked example)
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